The document discusses UCB Pharma's approach to becoming a more patient-centric company focused on innovation. It describes how UCB listens to patients, delivers innovations based on patient input, and supports patients. UCB aims to place patients at the heart of what they do by considering patients' perspectives at every step, holding regular meetings with patient advisory boards, and partnering with patient communities like PatientsLikeMe. This approach aims to improve patients' lives, increase corporate differentiation, and enhance productivity through a shared focus on addressing patient needs.

1. Nele, living with lupus
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Patients as a driver of
knowledge and innovation
UCB S.A.

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Outline
Background
The Pharmaceutical industry
Challenging environment
The rise of the patient voice
UCB: a patient-centric biopharma leader
UCB Response
Traditional innovation at UCB
‘Innovative’ innovation at UCB
Delivering for patients through innovation
at UCB
Benefits of the model

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The Pharmaceutical industry is unique
15 ‘big pharma’ companies are dominating
the industry
Market value: about 650 billion €
Highly innovative industry:
• very high level of investment in R&D
• $65.3 billion for the US only in 2009
But also highly challenging:
• it takes 10-15 years and millions of
Euros to develop a new medicine
• only about 1 in 10,000 compounds
discovered by the industry is approved
for marketing
• only about 25 new drugs are approved
for marketing every year
Highly regulated industry:
• Drug safety
• Price control/government regulation
Not customer-oriented until very recently
“Innovate Or Die”

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The environment is more challenging than ever
Public perception of the Pharma industry is at a low point
Payers (private & public) are putting pressure on Pharma margins with
downward pricing demands
Generic competition is wiping billions of dollars from the industry’s top line
R&D productivity is at an all time low
Sources: Peltzman; P.B. Hutt; Parexel; FDA; PhRMA
FDA
approvals
over the
last 30
years with
exponential
growth in
R&D costs

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The position of the Patient in healthcare
transactions has moved towards the centre
Source: Arthur D. Little analysis
Biopharma
company
Prescriber
PayerRegulator
Patient
In the past
Biopharma
company
Prescriber
PayerRegulator Patient
Today

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Patients are empowered and taking control
of their health
Patients no longer take things for
granted or follow the advice of physicians
blindly.
Patients:
• surf on the web for information on
symptoms, treatments, alternative
medicine, …
• are better organised in advocacy groups
• are well-connected to each other thanks to
new technology
• are more vocal in the doctor’s practice

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Stephanie, living with
rheumatoid arthritis
UCB background
1928: Emmanuel
Janssen established
UCB in Brussels
1936: UCB enters
the United States
1952: Atarax
discovered U.S.
license awarded
to Pfizer
Pfizer
1972: A new state-
of-the-art R&D
center in Braine-
l’Alleud, Belgium
2004: UCB
acquires British
biotech company
Celltech
2006: UCB
acquires German
pharma company
Schwarz Pharma
Beyond
Combine leadership
in antibody research
& chemistry
expertise to better
understand severe
diseases
1928 1936 1952 1972 1980s 1990s 2004 2006 Beyond
1980s: UCB
registered its
antihistamine
Zyrtec
Zyrtec®
1990s: Keppra,
an
anti-epileptic,
was approved
Keppra®
> Founded in 1928 in
Belgium
> 8,000 employees
globally
> Headquarted in
Brussels
> Operations in more
than 40 countries
> R&D spend: 24% of
sales
Stephanie, living with
rheumatoid arthritis

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UCB vision
We aspire to be the
Patient-centric global
biopharmaceutical
leader transforming
the lives of people with
severe diseases
Raffaele,
living with epilepsy
Vision
• Heartfelt
• Differentiates
• Motivational
• Compelling
• Catalytic
• Common ground

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UCB key therapeutic areas
CNS
• Epilepsy
• Parkinson's disease (PD)
• Restless legs syndrome (RLS)
Immunology
• Crohn's disease (CD)
• Rheumatoid arthritis (RA)
• Bone loss disorders
• Systemic lupus erythematosus (SLE)

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UCB key financial data
In Euros milllion 2007 2008 2009
Revenue 3,626 3,601 3,116
Recurring EBITDA 741 733 698
Operating Profit (EBIT) 344 113 837
Net Profit (after minority interests) 160 42 513
Europe
51%
North America
35%
Other
3%
Asia
11%
2009 Sales by geographic region
Total net sales: 2,683 million Euros
Immunology
& Allergy
18%
Other
41%
Central Nervous
System
41%
2009 Sales by therapeutic area
Total net sales: 2,683 million Euros

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UCB delivering innovation thru traditional
approaches
Focused Research & Development Centres
Strong understanding of selected therapeutic areas and disease mechanisms
Connecting science in new ways - chemistry (small, chemically-derived
molecules) and biology (large antibody-based molecules)
Biology Chemistry

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UCB delivering innovation thru new approaches –
Try new ways thru partnerships and collaboration
Sclerostin
Bone loss disorders
oncology
Epratuzumab
Autoimmune
disease (SLE)
Cyclofluidic
drug discovery
'NeuroAllianz'
consortium
Cibles
CNS Research
Diane
CNS research
Inflammatory
diseases
Neurocom
Neurodegenerative
diseases
Technology strategy
Board
Public support
Federal Ministry
of Education
and Research
Public support
Regional Grants
Public support
IMI

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Delivering innovation thru new approaches – Try
to reach out to the customer - ‘Patient Centricity’
Simple question
Listening to patients
Delivering for patients
Supporting patients
The four dimensions of
patient-centricity at UCB:

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1. At UCB, patients are at the heart of what we do

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PRE DIAGNOSIS
Awareness
Post Diagnosis
Consultation
DIAGNOSIS
Information seeking
TREATMENT PLAN
Denial ‐ acceptance
Information seeking
TestsDiagnosis
Critical incident GP
Self treatment
Self explanation
15
Second opinion?
DIAGNOSIS PROCESS
Proposed treatment Use of support
services
Treatment
adaptation
Specialist
Consider Every Step In The Patient’s Journey

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2. UCB takes every opportunity to listen to patients
Regular patient summits
UCB colleagues and patients meet
to provide inspiration, share
perspectives and ideas
Patient Advisory Boards
UCB colleagues and patient meet
to discuss, gain insight and
understand concerns
PatientsLikeMe - innovative
partnership:
Providing real-world patient input
in a measurable and fully
compliant way

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3. Delivering for patients
Direct contact with
patients allows UCB
researchers to have new
perspectives on Target
Product Profiles and
Biomarkers
Design and Usability
Studies with patients
bring innovation in
Research and
Development

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Example: Patient input in drug delivery systems
Transdermal patch to address patient needs
Patients in some disease
areas have ‘on’ and ‘off’
periods in between dosing
of oral medicines
Transdermal patch offers 24
hour continuous delivery for
stable drug levels

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Example: Patient input in drug delivery systems
Syringe: innovation with and for patients
Syringe designed
in partnership with
Good Grips
Easy to push syringe plunger Easy to grip wide flar
Easy to grip elleptical barrel –
easy to read syringe barrel
Easy to remove needle cover

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21October2010
20202020
Example: Patients input in other patients lives

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21212121
Example: Patients input in other patients lives
“After joining PatientsLikeMe, that was the first thing I read was about
a specialist for epilepsy, not a neurologist. After seeing an epilepsy
specialist, he said I was on way too many medications and reduced
them drastically. Almost 2 months ago was my 1st. appt. with an
epilepsy specialist and now my meds are reduced by 70% and I feel
almost like a normal person again after 15 yrs of being so over
medicated by a neurologist who had me taking so many pills a day, I
didn't know my own name half the time. Thank-You so much
PatientsLikeMe for letting me know about a epilepsy specialist.”

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22222222
23% - I have
had fewer
visits to the ER
23% - I have
had fewer
visits to the ER
28% - I have
gained greater
control over
my seizures
28% - I have
gained greater
control over
my seizures
59% -the site
has given me a
better
understanding
of my seizures
59% -the site
has given me a
better
understanding
of my seizures
49% -
recording my
seizures helps
me manage
my condition
49% -
recording my
seizures helps
me manage
my condition
50% -
PatientsLikeMe
helped me
understand
side effects
50% -
PatientsLikeMe
helped me
understand
side effects
21% -
Because of the
site I insisted
on seeing a
specialist
21% -
Because of the
site I insisted
on seeing a
specialist
PLM Epilepsy User Survey – Preliminary Findings
30% -
PatientsLikeMe
helped me be
more adherent
30% -
PatientsLikeMe
helped me be
more adherent
26% -
PatientsLikeMe
helped me
reduce side
effects
26% -
PatientsLikeMe
helped me
reduce side
effects

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4. Supporting patients
UCB supports non-promotional
websites that allow people to
obtain information about severe
diseases and their treatment
Patient Advocates are people who
share their experiences with UCB,
other patients, their caregivers
and beyond
They look to inspire, educate and
increase awareness of what it is
like to live with a severe
condition

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Patient Support examples
Patient Advocates share experiences
Patient Advocates
from across
the world share
their experiences
to increase
awareness

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Patient support examples:
Local patient initiatives & UCB Staff
UCB has supported Canine Assistants, a
non-profit organisation providing service
dogs, since 2005 and has committed
more than $1 million
UCB provides Scholarships to people living
with severe diseases committing over $2
million since 2004 for continued education
2000 UCB staff across the world involved in over 75 local
initiatives that either listen to or support patients

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Patient support examples:
Parkinson’s Well-Being MapTM
26

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Patient support examples:
Unbranded Wellness Widget iPhone App- Downloadable

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Patients as a driver of knowledge and innovation:
So what are the potential benefits?
Increased positive impact on the lives of patients
Improved productivity in innovation
Increased Corporate differentiation
Core ‘compass’ for decision making.
Increased staff morale, motivation and pride
Improved productivity in making things happen
Increased staff cohesion and clarity of purpose
Enhanced UCB attractiveness for new hires
Enhanced UCB attractiveness for potential
partners (Scientific & Commercial)
Enhanced position with Payors & Authorities

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Conclusions
UCB operates in an Industry where innovation
is an imperative
UCB is aggressively pursuing the more
traditional innovation model
UCB is rapidly developing new models for
innovation
UCB is actively working with patients
as a major new driver of innovation
UCB believes that in order to add value and
survive it needs to:
• listen to patients
• think of itself not only
as a medicine R&D organisation…
• …but as an organisation offering
solutions to patients
UCB has successfully welded together a core
business process with its company vision
UCB has and continues to discover multiple
benefits from pursuing this approach